Identification of the Impact of Cultural Diversity

CURTIN UNIVERSITY FACULTY OF HUMANITIES (DEPARTMENT OF CONSTRUCTION MANAGEMENT) appellation OF THE IMPACT OF HOFSTEDES CROSS-CULTURAL DIMENSIONS ON THE DETERMINANTS OF PROJECT SUCCESS AMONG MANAGERS IN undercover SECTOR ORGANIZATIONS IN MIRI, SARAWAK, MALAYSIA Uyi Rapheal Edomwandagbon 7e0b8198/14 Mitrabinda Singh gesture thesis causeed as a p let loosesh be of the requirements for the award of the degree of MASTER OF experience ( undertaking attention) June 2012 Acknow guidegement My most sincere give thanks and gratitude goes to my supervisor, Mrs.Mitrabinda Singh for her consistence patience, valu qualified advice and guidance passim this closing year visit in all(prenominal) aspect. In addition, I would standardized to express my greatest gratitude to on the whole the lecturers in Curtin University who at angiotensin converting enzyme era or the other(a) turn in been at that place for me through pop aside the duration of this Master of Science in cat Mana gement course. I would excessively like to say a fussy thanks to all my course dyad and seniors for their contri simplyions and support in the writing of this query.Last sightly now non least(prenominal), I would like to thank all of my family nigh(prenominal) here and keystone home for giving me this opportunity, Ik and Mathilda for their unrelenting causal agency in supporting me and Manami for her encouragements and love. Abstract The search wayes on identifying the primal impingement of Hofstedes grade-ethnical places on forecast succeeder among buck cliquish orbit presidential name in Miri, Sarawak, Malaysia. ethnical difference is predominantly existent in most of todays mystic vault of heaven organisations b atomic number 18ly the con shopping centremation has been greatly over visited.Following the convey of the shoot a make egress of questions has been haggard which the inquiry aims to answer and an in-depth summary of away writingss an d studies has been conducted and employ for the train of the primal query and a number of hypotheses countenance been drawn for testing this battlefield. First, an identification of the factors indispensable for fox winner was do, followed by an outline of ethnical proportions unquestionable by Geert Hofstede (1984).The center of each of the marks in relation to organisations supremacy factors was place and these were utilize to develop a correlation amid the heathen symmetrys and rove supremacy. The investigate paper shall be conducted at bottom selected strata of 20 clandestine domain organisation in Miri with unaccompanied the music directors as plane sectionicipants, employing a three-figure tone-beginning using a set of questionnaire containing questions with 5-point likert scale and a demographic section of move over and close-ended questions distri saveed among managers in esoteric domain organisations set in Miri, Sarawak.The resulting f indings and refinement shall help in testing this family and admit substantial evidence on if cross- heathen differences in underground heavens organisations kick in to the triumph of labor movement in clandestine sector organisations located around Miri, Malaysia. The alliance as evaluated by Tukiainen et al. (2004) and (Matveev and Milter 2004) is that the multiform concourse of managers coming from diametrical nations devote dismantle visualize supremacy and according to Higgs(1996) the heterogeneous convention get vantages to get uplifted(prenominal)(prenominal) send mastery than the like chemical theme.The solid crowd here is the congregation of managers who argon Malayans from Miri cliquish sector transcriptions. To analyse the sort differences an self-supporting type T-test is conducted. Multiple arrested developments squander been conducted to test the hypotheses. knock back of Contents Chapter 11 1. 1INTRODUCTION1 1. 2BACKGROUND OF THE STUDY2 1. 3 paradox financial statement3 1. 4enquiry OBJECTIVES5 1. 5 plumping(a) DEFINITION OF CONCEPTS AND TERMS5 1. 6methodological abstract7 1. 7STRUCTURE OF THE REPORT8 Chapter 29 2. 1INTRODUCTION9 2. 2 fellow tactile propertying PROJECT SUCCESS9 2. 2. 1Measuring forge conquest10 2. 3CULTURAL DIFFERENCES13 . 3. 1Understanding Culture and ethnical deviation13 2. 3. 2Hofstedes heathen Dimensions surmise14 2. 3. 3The Effect of heathenish Difference on draw Success16 2. 4HYPOTHESES DEVELOPMENT19 2. 5CONCEPTUAL FRAMEWORK AND HYPOTHESIS25 Chapter 326 RESEARCH METHODOLOGY26 3. 1INTRODUCTION26 3. 1. 1 exertion of guide26 3. 1. 2Objectives of the seek27 3. 1. 3 sense modality of enquiry27 3. 2FORMULATION OF RESEARCH PROBLEM28 3. 3 conceptualization OF A RESEARCH DESIGN28 3. 4CONSTRUCTING AN INSTRUMENT FOR info COLLECTION29 3. 5SELECTING A SAMPLE31 3. 6WRITING A RESEARCH PROPOSAL33 3. 7DATA COLLECTION34 . 8PROCESSING AND DISPLAYING THE DATA34 3. 9WRITING A RESEARCH REPORT3 5 3. 10RECOMMENDATIONS FOR IMPROVEMENT36 Chapter 437 ANALYSIS OF RESEARCH37 4. 1INTRODUCTION37 4. 2DESCRIPTIVE ANALYSIS37 4. 2. 1 family visibility (Dem1)38 4. 2. 2 get a coarse of employees in organisations (Dem2)39 4. 2. 3Employee Nationality (Dem3)39 4. 2. 4Number of Diverse employees in participating Organisations (Dem11)40 4. 2. 5General lyric poem of talk in Organisations (Dem12)41 4. 2. 6Employee science of heathen mutation issues (Dem13)42 4. 3PROFILE OF RESPONDENTS44 4. 3. 1Age of the answerings (Dem5)45 4. 3. Gender (Dem4)45 4. 3. 3 pedagogy level of participants (Dem6)46 4. 3. 4 antic Profile (Dem7-Dem10)47 4. 3. 5Years in current position (Dem10)48 4. 4SECTION 2 PROJECT SUCCESS FACTORS (Q1-33)49 4. 4. 1Perception of Time, Cost and tone of voice as meters of Project Success50 4. 4. 2Percentage of Effective ag free radical cognitive attend to51 4. 4. 3Percentage check focusing operate lineament53 4. 4. 4Percentage satisfies organisational cultivation an d purpose55 4. 4. 5Percentage scholarship on benefits to indorseholders, Users and clients56 4. 4. 6Percentage efficient engagement watchfulness57 4. 4. 7Percentage benefit to organisation59 4. SECTION C knowl demonstrate OF EMPLOYEES ON CULTURAL DIVERSITY DIMENSIONS (CulD 1-25)61 4. 5. 1I take hold that top executive and authority is be distributed evenly among employees in my organisation. 61 4. 5. 2I pair that a certain level of position moldinessiness be exercised to go out that aggroup accomplishs or employees argon dedicated to their bunk out in my organisation (CulD2)62 4. 5. 3I allow my employees to question me or top wariness when in variability with throw or work related issues in my org. (CulD3)62 4. 5. 4I book with the mastery that my employees must adhere to my organisations rules even if it jeopardizes our organisational purposes. CulD4)63 4. 5. 5I check up on with the statement that employee surveillance in my organisation is morose (CulD5) 64 4. 5. 6I odor I accept adequate time for my family and occult carriage out-of-door my workplace CulD665 4. 5. 7I checker that my employee appraisal is merited for doing a safe line of work at my organisation. CulD765 4. 5. 8I agree that an employee with the bullockyest say wins in matters of contests or arguments in my organisation. CulD866 4. 5. 9I like to help others as much as I disregard. CulD967 4. 5. 10I agree to the statement that working(a)(a) is the just now essence of livelihood. (CulD10)67 4. . 11I whatevertimes receive complaints from my employees virtually be stressed by work load. CulD1168 4. 5. 12I agree that my organisations rules must be strictly obeyed by my employees at all times. CulD1269 4. 5. 13I agree that time is most valuable to my employees when treatment tasks. CulD1369 4. 5. 14I agree with the statement that uncertainties and risks be normal features of life. CulD1470 4. 5. 15I recall that simple tasks should be dole outd first in advance others. CulD1571 4. 5. 16I allow the constituent of my employees in decisiveness fashioning in my organisations. CulD1671 4. 5. 7I agree that hiring and furtherance closings in my organisations in my organisations should be base on their performance and organisational rules only. CulD1772 4. 5. 18I pack a sense of personal topicment when I accomplish repugn tasks at my organisation73 4. 5. 19I reckon that my employees always follow group do endings even if their personal convictions ar against it. CulD1973 4. 5. 20I brace employees who ecumenically prefer to work on their own without their group co execution (CulD20)74 4. 5. 21I confide that my organisations aspirations is topper calculated by the incoming getments than the present touchments (CulD21)75 . 5. 22I agree that employee rewards and appraisals should non be ground only on their performance (CulD22)75 4. 5. 23I believe that rules should be broken in fellowship to achieve vicissitude76 4 . 5. 24I agree that allegiance to my clients and stake holders is measurable in maintaining my kind with them CulD2477 4. 5. 25I agree with the statement that my employees place their meal time and breaks even when pressed by challenging tasks (CulD25)77 4. 6FURTHER ANALYSIS78 4. 6. 1Reliability Test78 4. 6. 2Factor epitome79 4. 6. 3 correlational statistics Analysis81 4. 6. 3. 1Assumptions for correlationError Bookmark non define. 4. 6. Test of guess (H1a H1e)82 4. 6. 4. 1Multiple Regression Analysis83 4. 6. 4. 2Assumptions checking for regression psycho digest84 4. 6. 4. 3H1 All the Hofstedes pagan ratios relates to Project Success among managers of private sector organizations in Miri90 4. 6. 4. 4H1a on that point is a family consanguinity in the midst of former blank in managers (in private sector organizations) in Miri and de stipulationinants of labor achievement. 91 4. 6. 4. 5H1b There is a affinity amidst the Societal fabianism (Individualistic/ left-w inger) attribute of managers (in private sector organizations) in Miri and de bourneinants of jut achiever. 91 4. 6. 4. H1c There is a affinity mingled with gender preeminence of social set (Masculinity/Femininity) among managers (in private sector organizations) in Miri and de terminal figureinants of fancy advantage. 91 4. 6. 4. 7H1d There is a alliance mingled with hesitation quashance or the caution of unknowns among managers (in private sector organizations) in Miri and decisives of drop victory. 92 4. 6. 4. 8H1e There is a race among longsighted term orientation for coating accomplishment among managers (in private sector organizations) in Miri and determinants of check achiever. 92 4. 6. 5Test Of Hypothesis (H2) free-lance samplings Test93Chapter 594 Recommendation and Conclusions94 5. 1Conclusion95 5. 1. 1 appointment of the preserve of Hofstede pagan place on determinants of bulge mastery among managers in private sector organizations in Miri, Sarawak, Malaysia. 95 5. 1. 2Hofstedes ethnic belongingss and advise mastery96 5. 1. 3The appointment of whether heterogeneous group of managers coming from distinguishable nations get blueer envision winner than the homogeneous groups. 97 5. 1. 4Conclusions relating to the main aim of the study97 5. 1. 5Value of the question98 5. 2Recommendations for future search98 References99 accessory A104 Appendix C105 Appendix C110Appendix D111 Appendix E113 List of excogitations invention 2. 1Research systeml25 move into 4. 1 Company profile38 picture 4. 2 No of Employees in organisations39 embodiment 4. 3 Nationality of responders40 icon 4. 4 Number of Diverse employees in participating40 invent 4. 5 Number of divers(a) staffs in organisation41 insure 4. 6 respondent vocabulary of communication in organisation41 picture 4. 7 Language of communication42 see 4. 8 Do you heart your organisation has no ending chores43 inning 4. 9 Do you feel these issues do non happen upon your organisation43 bode 4. 10 Does your organisation phthisis up plans to handle issues in their organisations43 blueprint 4. 11 Do you feel these issues do non affect organisational objectives44 Figure 4. 12 actor Age45 Figure 4. 13 Participant Gender46 Figure 4. 14 Education level of responsives46 Figure 4. 15 Job position of Respondents47 Figure 4. 16 Participant work history47 Figure 4. 17 Number of years of Respondents have worked in their organisations48 Figure 4. 18 Number of years working in same position49 Figure 4. 19 ostracise map of answerer solvent on heathen potpourri (Culd 1)61 Figure 4. 20 head off map of respondent response on ethnic transmutation (CulD 2)62 Figure 4. 1 finish graph of respondent reply on ethnical re immatureal (CulD 3)63 Figure 4. 22 parapet chart of respondent solvent on heathen conversion (CulD 4)64 Figure 4. 23 jam chart of respondent reaction on heathenish potpourri (CulD 5)64 Figure 4. 24 termin ate chart of respondent response on heathenish assortedness (CulD 6)65 Figure 4. 25 Bar chart of respondent response on ethnical revolution (CulD 7)66 Figure 4. 26 Bar chart of respondent response on heathen Diversity (CulD 8)66 Figure 4. 27 Bar chart of respondent response on heathenish Diversity (CulD 9)67 Figure 4. 28 Bar chart of respondent response on Cultural Diversity (CulD 10)68 Figure 4. 9 Bar chart of respondent response on Cultural Diversity (CulD 11)68 Figure 4. 30 Bar chart of respondent response on Cultural Diversity (CulD 12)69 Figure 4. 31 Bar chart of respondent response on Cultural Diversity (CulD 13)70 Figure 4. 32 Bar chart of respondent response on Cultural Diversity (CulD 14)70 Figure 4. 33 Bar chart of respondent response on Cultural Diversity (CulD 15)71 Figure 4. 34 Bar chart of respondent response on Cultural Diversity (CulD 16)72 Figure 4. 35 Bar chart of respondent response on Cultural Diversity (CulD 17)72 Figure 4. 36 Bar chart of respondent respo nse on Cultural Diversity (CulD 18)73Figure 4. 37 Bar chart of respondent response on Cultural Diversity (CulD 19)74 Figure 4. 38 Bar chart of respondent response on Cultural Diversity (CulD 20)74 Figure 4. 39 Bar chart of respondent response on Cultural Diversity (CulD 21)75 Figure 4. 40 Bar chart of respondent response on Cultural Diversity (CulD 22)76 Figure 4. 41 Bar chart of respondent response on Cultural Diversity (CulD 23)77 Figure 4. 42 Bar chart of respondent response on Cultural Diversity (CulD 24)77 Figure 4. 43 Bar chart of respondent response on Cultural Diversity (CulD 25)78 Figure 4. 44 Scatter plot for PS and HCD81 Figure 4. 5 Scatterplot85 Figure 4. 46 Histogram85 Figure 4. 47 scatterplot of standardised residual against military group distance86 Figure 4. 48 Histogram for assumptions testing88 List of remands markpone 1. 1 coordinate of the explore8 put over 2. 1 Five ethnic ratios as referred by Hofstede (2005) and attributes drawn from the lit17 tabul ar array 3. 2 label/ decimal point Generation From Literature To Measure Project Success (DV)30 Table 3. 3 Coding/item generation from writings to measure Cultural Diversity(IDV)30 Table 3. 4 participate Organizations (Coded)33 Table 4. 1 Respondent perception of Time, Cost and Quality50Table 4. 2 Employee perception of trenchant squad performance51 Table 4. 3 Respondent perception on regard charge sue quality53 Table 4. 4 Respondent perception on occupying organisational goal and purpose55 Table 4. 5 Employee perception on benefits to client, stakeholders and substance abusers56 Table 4. 6 Respondent perception on efficient infringe wariness58 Table 4. 7 Respondent percentage on benefit to organisational60 Table 4. 8 Cronbach alpha for jut out advantage (PS)78 Table 4. 9 Cronbach Alpha for Cultural Diversity (CulD)78 Table 4. 10 Factor digest for bulge out achiever80Table 4. 11 Factor analysis for Cultural mutation80 Table 4. 12 Pearson correlation of uncertains82 Table 4. 13 Correlation statistics82 Table 4. 14 Descriptive statistics of correlation81 Table 4. 15 ANOVA88 Table 4. 16 Model summary89 Table 4. 17 coefficients knock back89 Table 4. 19 Independent Sample Test93 1. 0 INTRODUCTION A divers(a) workforce, built of so more than(prenominal) race of distinguishable oscillo mountain chains has a spirited contribution to how organisational objectives and goals ar achieved due to the functionalness of a mix of pile with completely divers(prenominal) intellectual, emotions, thinking and attitudes.But does this affect the conquest of stick outs executed in these organizations? Thus, an accord of the conflict of antithetical pagan balances is perfumeive in identifying how organizations with ethnic diverse employees attain successes in determine underinterpreted in their organizations and knowledge of whether the differences in finish or nationality have a plus or negative effect on their organisational success is important.The change magnitude globoseization trend today is united with surge for the extremity of skilled cut into and has seen the global migration of spate from e truly part of the world to assorted countries creating a network of organizations with so many heathen diverse employees working in concert in the same organizations. The invasion of the heathen differences is fast bonnie the focus of so many enquiryes as it melt downs to have a descent with how organizations employing heathenish diverse staff function.This explore explores the relationship between the hale known cross ethnical theory of Hofstede and the determinants of leap out success conclusions among cloak-and-dagger sector organizations in Miri, Sarawak, Malaysia with an emphasis on Private workplace employee relationship and interaction and how the differences of their civilisation helps or stands as a rampart in their realisation of their goals and objectives.BACKGROUND OF THE STUDY Th e differences that atomic number 18 inherent in spate much(prenominal) as their dressing, religion, languages and doingss in their golf-club and organizations determine and shows how this differences in people is related to the way they interact with their surround, environment in this context refers not only to their physical environment but in addition to the people they have to crapper as they go along with their everyday life.Miri, Sarawak, Malaysia is located on the eastern part of Malaysia with a creation of about 300,000 people of the 25,581 try Malaysia population (Salleh 2007), consisting of Iban, Chinese, Malays, Berawan, Lumbawang, Malanau, Indian, Kayan, Kenyah, Kelabit, Bidayuh, Penan and other non-indigenous groups such(prenominal) as atomic number 63ans, Arabs and Afri enkindles etc. f different diverse emphasizes and religions and this line of battle of people be the boilersuit make up of most of the Private sector workforce located here. The refer of these diverse work forces of people is sometimes overlooked and ignored which disposes to undeniably affect how managers and employees relate with their counterparts of different cultures. This has an effect on workplace relationship mass be a limiting or bestow factor to how their organizational goals be achieved on the long run.However, thither have been a lot of queryes carried out on ethnical smorgasbord among manager and on organizational themes, but the true impact of its effectuate on these organizations performance is quite peculiar(a) to a wider sphere of cross- sylvan organizations and not attributed to places such as Miri. Just as a the faction of different sounds formulate music(good) or noise(bad), so does a combination of people of different diverse background could as well have results that could be affirmative or negative in organizations.PROBLEM STATEMENT During a formal peer coaching transaction session with some colleagues of different cultures, it was penuryon to recognize the effect that working in Malaysia with others of diverse backgrounds had on diverse employees in carrying out their daily work, in other words, general job ecstasy and if this prognosiss could be sh atomic number 18d by others of different cultures working in identical multi cultures environments.Were they mostly quelled with their jobs or ar they just thither working to get their daily cabbage. A study of the effects of heathen kind on a pronounce Russian and British task showed that in that respect is a relevance of pagan differences to image success and that it could affect the output of the come out (Murray-Webster and Simon 2004).Their analysis of the catch led to the breakthrough that although all factors that ar necessary for the success of the switch were in place, thither was an underestimate of how diverse teams could guarantee the success of that project and that it is appropriate that organisations conducting projects sh ould have relevant ground of the differences in work behaviour and unmarriedistic preferences of the diverse project teams.Success of projects in organizations has been attributed to the world of a comfortable work environment that encourages a workforce where employees feel authorize to exert maximum efforts that enable job satisfaction and comfort, with the ability to be able to deal with uncertainties that may arise. This as well as puts a stress on the organizations managers and insists that manager should be able to prepare an atmosphere were goals are clearly nders withald and employee participation is advanced (Belassi 2007). Kendra (2004) attributes that in that location is a high rate of visitation in projects in organizations which was due to factors such as unforesightful working relationships between employees, lack of trust among team portions and proposes that the sizeableness of organizations advance of a shared heathen value could help in change their project success rate.Kendras suggestions were ground on organizational culture but on an private level of analysis (were heathen innovation is less sight from) could be related and the impact could be seen from a much expanded sensible horizon as these refers to groups of people with different backgrounds and consciousness ground on their cultures.Following Geert Hofstede (2005) in showing the way countries react to different cultures, there are some outstanding views on the application and adaption of the 5 dimensions of Hofstede on the radix that, although, it was correct, it seemed to be base on just Hofstede assumptions using only country value and it has to be seen from other perspectives which they broke dash off to be separate, organizational and country (Kirkman, mortifiede, and Gibson 2006).An analysis of the item-by-item level of ethnical mixed bag would help in justifying this statement and hence this research shall be aimed at the individual and organiz ational level of cultural diversity with managers as our focal point. The giveingness of employees to accept and give way to the issues from difference in culture has a high impact in organizational success. mployees in cultural diverse organizations should have an reasonableness of their culturally diverse counterparts as it helps to improve their team efficiency and communication which are essential to induce success in the organization, thus cultural differences should not be ignored but apprehended and welcomed in cultural diverse organizations, in other to attain their organizational goal and objectives (Frey-Ridgway 1997).In other to achieve favorable effects by organizations, it is necessary to assume differences in people in an individual sphere and not in the family of culture ground differences that is finish with a comfortable work atmosphere portraying equality between people (Day 2007), with an judgement and respect for the individual differences that are in herent in people and embedded in the organizations everyday processes (Magdaleno and Kleiner 1993).In the Malaysian context, the Malaysian employee is verbalise to be collectivisedic by nature, and are more open to their local subordinates than an outsider or outsider in their workplace, but does this have an impact on their culturally diverse counterparts in the same workplace. Nelson and Quick suggests, the Malaysian culture is state-controlled in nature but only a section or department of these people (Nelson and Quick 1997). The question arises here is are managers from Miri private organizations have the same value for Hofstedes cultural dimensions? RESEARCH OBJECTIVESThis research aims at identifying how Hofstedes cultural dimensions in Private sectors of organizations in Miri, Sarawak, Malaysia affects the determinants of project success and the main objectives of this research are as shown at a refuse place * Identification of the Impact of Hofstedes Cultural Dimens ions on determinants of Project Success among Managers in Private Sector Organizations in Miri, Sarawak, Malaysia * Whether heterogeneous group of managers coming from different nations get higher project success than the homogeneous group from Miri private sector organizations.The objectives pull up stakes be achieved by doing a study on Managers from Miri private sector organization, which at least employ 2 managers from different nationalities. OPERATIONAL DEFINITION OF CONCEPTS AND TERMS The following harm are associated with this research, Hofstedes cultural dimensions, project, project focal point process, project success, intercultural communication. A appropriate definition of these terms would provide a better understanding in the research. Hofstedes Cultural DimensionsHofstedes cultural dimensions developed (1980-2001) as a measure of culture is the dominant metric of culture as it closely relates to many cultural attributes from many different countries. This study al so had use the largest sample for an empirical study on employees of IBM with employees belonging to 66 countries. This study helped to a large intent in bridging the feast between two different/ unlike cultures (Yoo, Donthu, and Lenartowicz 2011). The quintette different dimensions are Power remoteness, distrust dodge, collectivism, tenacious-Term taste, and Masculinity.The last dimension was interpreted from Confucian work zing (Yoo, Donthu, and Lenartowicz 2011). Culture defines an individual in terms of distinction of people from another group (Kelley and Fitzsimons 1999). (Gomez-Mejia and Palich 1997) suggests that to measure differences in culture we need to calculate the cultural similitude indicators. The five dimensions of Hofstede in this study pull up stakes be taken as the cultural similarity indicators. Cultural Difference The cultural differences refers to the individual differences in the cultures of people living together in a common society.By neglecting cultural differences and the refusal for its word sense has been a line of work and as Garcia (2011) suggests in her study of the long non- word sense or cognizance of cultural diversity in Europe and how it stands as a problem to the new Europe and the need for an understanding and educational activity on the issues of cultural diversity for promotion to individuals of the future so as to groom an early awareness of it. The cultural difference in this study is identified from the nationality of the participants (managers from private sector organizations). Project SuccessProject success shtup be tell to have been achieved when a project is completed with all objectives and goals be fulfilled. Defining project success evoke be in different ways, for software developers it could be on-time tar, for fancyers it could be custody of a design, for a project manager it could be on-time, budget completion that meets the unavoidable quality of the output. Project success in th is research is beingness defined by success factors which serve as characteristics by which the objectives of the project undersurface be said to have been fortunate completed.These factors use in this research as a delimitate measure of success for projects are, time, constitute, budget, efficiency of the project teams, conflict trouble and project trouble process, ability to satisfy the organizations goals, finally, benefits to stakeholder, clients and users. Project A project can be defined as any endeavor that has been undertaken to achieve a goal (Project Management get 2004). Project Management process A process is a set of co-ordinated activities and actions performed to achieve a predefined result.Project direction processes are activities that are taken to achieve a project objective. The project counseling process quality as utilize in this research refers to the dominance of the project circumspection process in the effectuation of the project. METHODOLOGY T he study was carried out following the border on as suggested by Kumar (Kumar 2005) listed to a lower place * arise research problem * Compile publications freshen up * Develop the project schedule * Establish a research design * Collect and Analyze and process the entropy Suggestions and improvements * Establish research conclusions * Finalize news report STRUCTURE OF THE REPORT The report comprises of 5 chapters and is structured in table (Table 1. 1) below Table 1 . 1 Structure of the research Chapters Description Chapter 1. 0 existence This chapter gives us an overview of the report and introduces us to the background of the research, aims and objectives of study and operational definitions of the terms use in the research. Chapter 2. Literature Review This chapter consists of critical reviews of available literatures on project success and Hofstede cultural dimensions. Chapter 3. 0 Research Methodology This gives an nous of the overall research process while. It g ives us a summary of how the research entrust be undertaken including the research design, literature review, population and sample, data collection instruments and process. Chapter 4. 0 Analysis of Research This chapter presents a detailed analysis of the study based on findings in addressing our aims and objectives and answering our research question Chapter 5. Recommendations and Conclusions This chapter gives a summary of the findings in the research study and addresses the value of the research with recommendations for future researches 1. 0 INTRODUCTION This research shall be set up using guidance studies and articles from early(prenominal) researches by Authors with a focus on Cultural Diversity and Project Success, the identification of former(prenominal) findings in the study of cultural diversity and project success and an exploration of how these findings are related and contribute to this study.Subsequently a look into the main aims of project circumspection in ac complishing project in spite of appearance the confines of time, cost and quality, trouble responsibilities as well as the contribution to achieving organizational project success. UNDERSTANDING PROJECT SUCCESS The Project Management Institute defines a project as a irregular endeavour undertaken to create a unique reaping, service or result (Project Management Institute 2004). From this definition, it can be clearly seen that the word temporary manner that it has an end time or duration and being unique means that it has an expected level of requirement or quality.The goal of every project is to be completed within the confines of time, cost and quality and a also-ran in any of these factors usually has a comparative effect on the others and can de-escalate the overall goal of that project. For a project to be successful, an understanding of the project objectives and scope by the project team is essential. Recognising the tangible inescapably of the client and satisfying those needs is what actually counts in saying the project was completed successfully, and these all depends on the trinity factors of the project completion in time, within the budget and with the required quality maintained.Although, it is inarguable about the Time, Cost and Quality factors for projects success, Dennis mesh suggests that the success of a project, though judged from these trine objectives depends on some other factors and actions undertaken during the project and certain of these factors relate directly to employees in the organizations, such as a strong support for the project and its manager from higher management, sound organizational quality culture, good project communication, well motivated staffs and a quick and fair resolution of conflict (Lock 2007).These views of other related factors that contribute to project success are submissive to the bill of project success and a project that is successful can be later on tagged as successful if these factor s are met. Measuring project success In the determination of project success, it is essential to establish how we define it. The most common metre of project success is by the measures of the success factors and the critical success criterias. From previous studies there is an undeniable difference between both terms. uccess factors are said to be measures that are put in place to ensure that the project becomes successful i. e. what must be done right to achieve the project success, while the success criteria are the indicators or benchmarks that are utilize to refer to a project as being successful (Cooke-Davies 2002), in other words, what has been achieved in the project that allows us to say that project has been successful. Basing the quantity of project success as employ in this research is based on the simplicity in understanding it as they can easily be recognise and applied.There are so many factors that can be utilise to define project success (Prabhakar 2008) and t hese project success factors are industry dependent, thus there is a contrast in beat the success of an IT project, a twisting project or projects from other industries. A brief literature on the factors for measurement of projects from trio industries will help to provide a confederation between these factors or a general success factor for these project completions.For this purpose a look at the factors use in measuring rod project success from these industries, the saying industry, IT industry and a mankind Bank project. Chan (2001) developed a exemplar which he apply for measuring construction projects, and he suggests that the success of a construction project can be metrical by factors beyond the project management goals of time, cost and quality. Construction projects are different from other types of projects in the way they are taken and rely on different processes that might not be probative in other industries projects such as the IT or software development pro jects.Factors such as safety might not be important in describing a software development project success as it doesnt have to deal with the use of equipments or machineries that are raging and although they could be considered but their impacts are too minimal to really have an impact. Baccarini (2004) suggests that project success is dependent on criterias based on two voices which he called yield success and project management success. He discussed that project management success depended on the project processes and stresses the importance of stakeholders and a good managerial process being in place.Product success has to deal with the final product or output of the project and how it satisfies the purpose of execution. Both of the components identified by Baccarini consists of underlying criterias which he used for the measurement of project success which are quite similar to the same criterias used by other researchers and are listed below. Project management success compone nt * clashing time, cost and quality requirements Project management success component * Meeting time, cost and quality requirements * Project management process quality welcome stakeholder project management process expectations * Project management process quality * Satisfying stakeholder project management process expectations Product success components * Meeting project owners strategic organizational objectives (client) * Satisfying user needs * Satisfying stakeholder where they relate to the product (users/customers) Wateridge (1998) suggests that in the IT industries, project success can be measured by some factors which he discovered from studying other researchers work on project success measurements.His (Wateridge 1998) research led to his conclusion that IT projects success can be measured through the factors of Meeting user requirements, achieving purpose, meeting timescale, meeting budget, user satisfaction and quality. An analysis of World bank projects (Ika, Diallo , and Thuillier 2012) suggests that the failure rate of these projects in Africa was at about 50% until 200 and also that these failures can be attributed to managerial and organizational factors, including get around project design, stakeholder management, delays, budget and in execution coordination.The findings from the study suggested that project success criterias that are strong in accomplishing success in these projects can be said to be in the measures of Time, cost, clear objectives, countries, benefits, impacts, sustainability. Atkinsons studies (1999), on project success, have been wide used as a dumbfound by most researches in the measurement of project success. Atkinsons impersonate for measuring project success was draw outd from the primary project success measurement criteria of time, cost and quality and he accomplished his by dividing project into three stages, the delivery stage which was have-to doe with with the efficiency of the project management proces s measured by Time, Cost, Quality and efficiency of the project management process the post delivery stage which measured the product (resultant system), the product requirements and its benefits to stakeholders and another post delivery stage which measured the benefit and impacts to users and customers (Atkinson 1999). found on these arguments, a list of project success factors that can be used as effective measures of success in projects are listed below, * Time, cost and quality are essential for project success * Efficient team participation is necessary for project success * Efficient project management process helps in improving project success and establishing a clearer objective * Ability to satisfy the organisations goals and purpose * Benefits to the user * Benefits stakeholder * well(p) conflict management * benefits to the clientsCULTURAL DIFFERENCES Understanding Culture and Cultural Difference Edward Hall defines culture as the way of life of a people, the sum of the ir learned patterns, attitudes and material things (Hall 1980). Geert Hofstede (2005) defines culture as the collective programming of the listen which distinguishes the member of one group or category of people from another. Programming of the mind as proposed by Hofstede refers to the thinking patterns of every individual developed by their nurture through their lifetime.Following Hofstedes theories on cultural diversity, it can be inferred that there is an underlying impact on organizations and while some researchers argue that, cultural differences brings creativity and innovation into organizations, others seem to contend that it leads to complexities and indecisiveness. Explicably, these theories will be applied into this research to understand the office of cultural diversity in an organizational framework. The cultural differences refer to the individual differences in the cultures of people living together in a common society.By neglecting cultural differences and the re fusal for its acceptance has been a problem and as Garcia (2011) suggests in her study of the long non-acceptance or acknowledgment of cultural diversity in Europe and how it stands as a problem to the new Europe and the need for an understanding and education on the issues of cultural diversity for promotion to individuals of the future so as to cultivate an early awareness of it. Hofstedes Cultural Dimensions theory Hofstede 5 Cultural DimensionsGeert Hofstedes (2005) studies on cultural diversity helped in proposing a systematic framework for Identifying cultural diversity based of the different values of people which is known as the cultural dimension theories. His work on cultural diversity by breaking stamp out the different values into 5 dimensions by studying different cultures has been accepted by so many researchers in the study of cultural diversity and has become one of the focal points in the study of cultural diversity.Hofstedes cultural dimensions divided cultural d iversity by comparing values between countries and he observed that different countries had different cultural values which he grouped into Power distance Index, identity, Masculinity, suspense dodging and later on, Confucian muscularity or huge-term orientation. EXHIBIT-1 ____________________________________________________________________ Power distanceHofstedes (Hofstede and Hofstede 2005) power distance dimension explores the extent to which the less powerful members of an organization or institution within a country expect that power is distributed equally or unequally. This dimension stressed that individuals in a particular institution or organization in a country were not equal and points out the views of power holders in the country and the general acceptance by other less powerful members of the country. personal identity This dimension emphasizes the degree to which members of a society maintain interdependence among its members.Hofstede (2005) used the relationship of a society of being individual or collectivists by nature, individualist cultures tend to have the attribute of being self committed and are more bear on with their self values and also their quick families only. Collectivists on the other hand are more group oriented and members of the collectivist society are expected to be loyal to their groups. Loyalty in a collectivist society was important and overrides social rules and regulations. MasculinityThe masculine society is driven by competition, achievements and success with an emphasis on being on top, this dimension stresses the manliness of cultures and their dash in nerve-wracking to be the best. Collectivist societies on the other hand tend to demonstrate a leaning towards womanish values of caring for others and quality of life. This dimension clearly identifies societies and cultures with distinction between staminate and fe mannish roles in the society and stresses on sexual inequality between the male and female species of human beings (Hofstede and Hofstede 2005).Uncertainty Avoidance This dimension illustrates how a society accepts the unknown, Hofstede (2005) defines it as a the extent to which members of a culture feel threatened by ambiguous or unknown situations and have created institutions and beliefs that try to avoid these unknowns. Rules and norms are usually much forceful in societies with high uncertainty dodging rates and there is a t fallacy for taking risks. Time Orientation This dimension was adapted from the teachings of confusions and was meant to illustrate the rapid scotch development of some Asian countries.This dimension emphasizes on the societal values of having a long-term or short-term orientation, and this dimension stressed on how these orientation helps to achieve success using china and other Asian countries as a focus (Hofstede and Hofstede 2005). Organizations today usually call forth a long term orientation or short term orientation, long term orienta tion tends to work with the idea of future success and goals. ____________________________________________________________________ The Effect of Cultural Difference on Project SuccessCultural differences amongst team has been attributed with some negative outcomes such as conflicts, mistaking and poor performance (Matveev and Milter 2004). The study suggests that cultural diversity created problems in communication, coordination and control, team sprinkle within teams and further suggests that an intercultural competence model for use with multicultural teams depends on three components cultural knowledge, skills, and personality orientation.Cultural knowledge relates to the understanding of cultural diversity amongst teams and a recognition of cultural differences in communication styles and interaction, fostered by being skillful in understanding and communicating among cultural diverse members and their personal orientation towards accepting what is represented as culturally div erse, in other words, their reaction towards diverse cultured members based on their emotions and behaviors. Previous studies tend to show an co-occurrence to this understanding of the effect of the differences in cultural dimensions on Project success.Tukiainen et al. (2004) also affirms that cultural differences in project organisations produces creativity in problem solving but it also leads to problems of higher ambiguity and suspicion among members of global project teams. They also argue that cultural differences, in global projects, leads to problems in the outcome formulation of projects, project execution and outcome assessments, suggesting also that the existent of locus of power also affects the interaction between project teams. Table 2 . Five cultural dimensions as referred by Hofstede (2005) and attributes drawn from the literature Cultural Diversity proud Index blue Index Power Distance * high gear discipline within employees. * Poor employee-top management rela tionship. * Poor group decision make. * great awareness of their responsibilities. * Poor group supervision. Individualism (Low Individualism is usually collectivist). * Poor decision making based on individual judgment. * Low conflict identification. * Poor teams. * Good decision making due to greater creativity and innovation. * Emphasis on team work. * Better conflict resolution. * Good group relationship. * And interdependence. * nobleer job commitment. Uncertainty Avoidance * Low acceptance of innovative ideas. * Low creativity. * High Risk escape. * Better product quality. * Less ambiguity * Better precision in handling tasks. * Better job satisfaction. Masculinity (Low Masculine Index are Feminist) * Greater efficiency in handling task. Good productivity. * Better work relationship between employees. * Better decision making. * trim job stress. prospicient Term Orientation (Low major power are short term) * depute executions are based on attainable ideas. * Ad herence to customs duty * Persistency in achieving goals. Greater goal orientation. The effect of cultural diversity in teams can be seen from Higgs (1996) study based on 4 of the cultural dimensions of Hofstede. He suggests that each of the dimensions have underlying advantages.It was easier to see the impact of cultural differences through the identification of patterns in management styles and motivations and effective cultural diversity management is related to certain positive factors of team performance which he stated as a shared understanding and commitment to team goals and objectives, a clear understanding of team member roles and contribution, an understanding of the value of diversity and an effective pooling of knowledge and skills (Higgs 1996). The 5 Cultural dimensions and their nderlying characteristics are shown in table 2. 1. HYPOTHESES DEVELOPMENT H1 All the Hofstedes Cultural dimensions relates to Project Success among managers of private sector organizations in Miri The in a higher place conjecture is drawn based on the past findings of a relationship between Hofstedes cultural dimensions and its influence on managers and project success. Based on this guesswork a regression model has been generated to test the varying relationship between each of the 5 dimensions of Hofstede as shown below, Y= 0+1 X1t+2 X2t+ p X5t+et Where p= no. of independent variables and t= no. of respondents. A stratified regression analysis will be conducted based on the model below with the 5 cultural dimensions of Hofstede as predictors. PSt = 0+1 PD1t+2 IND2t+3 MAS3t+4 UA4t+5 OAS5t+et (Where PSt = Project Success, 0 is a constant (the intercept) that describes the value of PSt when all Xs are 0, PD = Power Distance, IND= Individualistic, MAS = Masculinity, UA = Uncertainty Avoidance, LTO = Long Term Orientation, t= no. Of respondents, et = demerit term)H1a There is a relationship between Power distance in managers (in private sector organizations) in Miri and determinants of project success. The to a higher place hypothesis is drawn from the following literature review In a project organization context, Power distance can be a negating or alter factor to how their project goals are accomplished that depends on how the relationship between subordinates of different organizational level such as managers and employees influence the achievement of their organizational goal.KObonyo and Dimba (2007) in his study of the impact of cultural diversity on human resource management in Kenya claimed that the impact of the Kenya high power distance exponent creates a barrier between managers and employees in which employees see themselves as different from managers, while the managers are opposed to allow the employees to engage in such things such as decision making. High power distance relates to the difference in equality between employees and top management which in turn affects how decisions are make in such organisations, decision making is not collective and the top management makes all the decisions.This emphasizes that in countries with a high power distance proponent, decision making is not a collective process and most decisions are usually taken by top management entirely without the employee involvement. Power distance is relational to poor employee-top management relationship, with decision making only done by top management. Uncertainty avoidance high dimension was attributed with the non acceptance of innovative ideas and behaviors and low job mobility, that is, employees were more satisfied with their current job situations (Kundu 2001).Another study on the effect of cultural diversity using Hofstedes first 4 dimensions was done on construction industries in Singapore and china (Pheng and Yuquan 2002). They suggested that low power distance is prone with less supervision of employees and decentralisation of task. High Power Distance was relevant and would have a similar effect on quality effectiveness in both high and low power distance cultures. (Kull and Wacker 2010) Higgs (1996) suggests that each of the dimensions have underlying advantages.Low power distance index in organisations tends to create awareness on employees responsibilities and a high power index creates discipline. H1b There is a relationship between the Societal Collectivism (Individualistic/Collectivist) attribute of managers (in private sector organizations) in Miri and determinants of project success. The supra hypothesis is drawn from the following literature review Individualism and collectivism illustrates the nature of relationships between peers in different countries.Individualism relates to countries in which there was a low relationship between individuals and is more centered on self while collectivism were countries that are more group oriented (Brewer and Sunil 2011) . Thus, it can be inferred that collectivism contributes to better decision making based on the collection of minds and the interper sonal relationship that exists between them. Kundu (2001) suggests that high individualism contributes to individual decision- making, while collectivist nations had less individual decision making.Vosedek (2007) researched into the effect of cultural diversity on outcomes of work group tasks based on the individualist and collectivist dimensions of Hofstede in relation to group and task conflicts. He (Vodosek 2007) suggests that when it comes to cultural diversity in organizations, three types of conflicts were present which he referred to as Relationship conflicts characterized by incompatibilities between members of culturally diverse organizations and having the attributes such as tension and annoyance.Task conflicts were characterized by group member inconsistencys based on the non acceptance of decisions, ideas and opinions and ultimately process conflict which was characterized by disagreement on how task should be done or handled. He also suggests that there was a general acceptance of opinions between people of the same group, than those of other satellite groups and aligns that the organizational outcomes where harder to actualize in culturally diverse groups due to problems in their process, errors in communication and perceived prejudice that is associated with cultural diverse groups.Cultural diversity from his studies was related to group satisfaction and indicates the way the group performed in handling tasks. KObonyo and Dimba (2007) also suggests that employees in collectivist nations were more involved with group decision makings due to the good relationship and closeness between employees but were very poor at top management appraisal to employees.Subsequently, Kokt (2003) in his studies of the impact of cultural diversity on team performance in south Africa, suggests that team brass was more negatively realistic in cultural diverse groups than culturally homogeneous groups and that the problems in cultural diverse teams was more based o n language, communication (Canen and Canen 1999) and the non recognition of the ability of cultural diverse individuals to be loyal to their groups but, that cultural diverse teams were also attributed with a better management of conflicts and assiduous more diverse ways in problem solving and creativity which was positive to organizational success.His findings also suggests that assertiveness which is an individualistic nature had a negative impact on quality effectiveness as it was characterised low group decision making and poor conflict identification. (Kull and Wacker 2010). Collectivists are generally more committed to their jobs (Higgs 1996). H1c There is a relationship between gender distinction of social values (Masculinity/Femininity) among managers (in private sector organizations) in Miri and determinants of project success. The above hypothesis is drawn from the following literature reviewHiggs (1996) suggested that while masculine dimension tends to promote efficien cy and increased productivity, feminine dimension tends to personal service and custom building. The view of cultural diversity as an edge to gaining competitive advantage by organizations is important in achieving organizational goals. Feminine dimension tends to contribute to better job satisfaction with organizations of countries of high index as it stresses more on interdependence between employees and decreased stress (Brewer and Sunil 2011).Low masculinity dimension countries had a good decision making process and lower job stress, while High masculinity cultures had a higher work performance KObonyo and Dimba (2007). H1d There is a relationship between uncertainty avoidance or the fear of unknowns among managers (in private sector organizations) in Miri and determinants of project success. The above hypothesis is drawn from the following literature review A low uncertainty index is associated with lesser ambiguity and lesser fear of tasking risks, with a staff who were less manque (Pheng and Yuquan 2002).Uncertainty avoidance dimension is effective in improving quality as cultures with high uncertainty avoidance index are more aware of their process controls and ensured the use of quality standards based on the foreign organisations for standardization (Kull and Wacker 2010). Higgs (1996) found out that high and low uncertainty avoidance creates lower innovation and precision respectively. H1e There is a relationship between Long term orientation for goal accomplishment among managers (in private sector organizations) in Miri and determinants of project success.The above hypothesis is drawn from the following literature review An important factor associated with project success is Quality which depends on an effective quality management system. Study of (Kull and Wacker 2010) on quality management in Asia based on the Globe dimensions which are adapted from Hofstedes dimensions suggests that future orientation (Hofstede Long term short term orientati on) is not significant in improving quality, though, short term orientation are more goal oriented while long term orientation depended on past ideas which are more attainable.The long term orientation is being used in this correlation but it was not used in Hofstedes research on Malaysia and so there is no score available for the dimension in Malaysia, but can be significant if we derive any result for this particular cultural dimension.Hofstede (2005) in his study suggested that this dimension in workplaces had an emphasis on family values, in which these organizations where seen as closely knit families with attributes such as having a sense of thrift (saving for future), dishonour (fear of losing face which breeds commitments in Long term orientation), persistence in achieving goals and respect for tradition (sticking to handed-down rules that could impede innovation). H2 There is a group difference between Malaysian and non-Malaysian managers (in private sector organizations ) in Miri and determinants of project success.This hypothesis is developed to find out the inherent difference that exists between Malaysian Managers and Non-Malayasian managers in Miri in actualizing their project success based on this question, Do Malaysian managers get better project success than non-malaysian managers?. Appendix B shows an illustration of the past studies and the possible relationship between Hofstedes cultural dimensions at workplace and the project success. CONCEPTUAL FRAMEWORK AND HYPOTHESIS H1c Project success Hofstedes Cultural Dimensions, (Power distance, societal collectivism, Gender Differentiation, Uncertainty Avoidance and Long term orientation)Power distance Individualism/Collectivism Masculinity/Feminism Uncertainty avoidance Independent Variables Dependent Variable Long term orientation H1a H1b H1d H1e H1 Nationality (Malaysian/Non-Malaysian) H2 Figure 2 . 1Research Model Figure 2. 1 shows the conceptual framework above shows the relationship betwe en the dependent variable and independent variables. The development of hypotheses is directed at answering the research questions and to investigate the relationship between Hofstedes cultural dimensions and determinants of project success. * RESEARCH METHODOLOGY 1. 0 INTRODUCTIONKumar (2005) suggests that a research project type is categorized based on three perspectives, which he listed as, * Application of the study * Objectives of the study * Mode of enquiry used in conducting the study This research type has been classified based on this three perspectives and this suggestion is being applied to how this research has being undertaken. Application of study In view of what this research seeks to find out, the research study is an applied research, applied research involves the use of traditional research methods in the collection of education in other to find out or enhance a phenomenon.Objectives of the research The research is a correlation research. Correlation research is d one to discover a relationship between two or more aspects of a situation (Kumar 2005). Thus, this research is deemed to be correlation because it seeks to explore the relationship which Hofstedes cultural dimensions have on project success among managers in Miri. Stangor (2010) suggests that an advantage of a correlation research is that it can be used in assessing behavior as it occurs in peoples everyday life by measuring the research variables and trying to find the linking relationship between the variables. Mode of enquiryThis research employs a structured approach to how it is undertaken. A structured approach involves a research in which all the research process is predetermined. This research employs the use of decimal research methods for data collection. A content analysis has been carried out to define the constructs and variables that will be used in creating the questionnaires for the quantitative analysis. (Hseih and Shannon) suggests 3 approaches of qualitative cont ent analysis namely conventional, directed, or summative. We have used directed approach which starts with a theory or relevant research findings as guidance for initial codes.Due to time modesty the other two approaches cannot be taken which may have more error free coding. The justification for the use of quantitative method is based on the sample collection method, which involves the use of a set of self completion questionnaires aimed at measuring project success and identifying the different active dimensions of cultural diversity. The research process used is based on research guidelines and operation steps as suggested by kumar (2005), as listed below * Formulate research problem * Conceptualization of a research design * Constructing an instrument for data collection * Selecting a sample Writing a research proposal * Collecting data * touch data * Writing a research report FORMULATION OF RESEARCH PROBLEM The research was formulated based on the notion to identify an under standing on how cultural diversity can be used as a determinant of how success in projects is achieved in organisations with cross-cultural employees of different diverse background. The cultural dimensions of Hofstede has been used in the identification of different cultural characteristics that are inherent in employees and these has been used as an underlying construct in investigating how it affects project success in these organisations.Kumar (2005) suggests that a main function of formulating a research problem is to decide what you want to find out in the research. CONCEPTUALIZATION OF A RESEARCH DESIGN A research design helps to provide a workable and doable detail on how a research question will be answered. It involves detailed information on the how, when and where a research is going to be carried out. An in-depth review of past literatures and studies concerned with a research is fundamental to creating a research design and a timeframe in which the research is going to be carried out is instrumental in establishing duration of the research.This research is carried out by identifying how managers in private sector organisations located in Miri view the impact of cultural diversity in their organisations on project success. The timeframe of this research is developed from the time-frame that was effrontery by the department for the completion of this research and is shown in Appendix A. Kumar suggests that a fundamental literature review helps to bring clearness and focus to the research problem, as well as improve the research methodology, stretch out the researcher knowledge on the research area and conceptualize the research